We push and pull at solutions and argue over definitions because
invasive species are a type of wicked problem. When we try to solve the
problem we find ourselves facing what should have been suspect
unintended unforeseen consequences. Wicked problems have numerous
intervention points, have consequences difficult to envision, and are
surrounded by a dynamic uncertainty wrapped in a moving frontier of
knowledge.

Perhaps this sentence echo's Winston Churchill's famous (in some quarters) quote about the Soviet Union:

Russia is a riddle wrapped in a mystery inside an enigma.

Regardless, I couldn't agree more with Petrus' characterization of Wicked Problems.

Just after I finished a first draft of this blogicle, the alerts delivered a pointer to Harvey Schachter's blogicle on Wicked Problems and corporate strategy:

STRATEGY: When an issue is disguised as a riddle, wrapped in an enigma

It's known as a wicked problem - and it's increasingly common in a complex business environment

Wicked problems are devilishly complex: They involve many stakeholders, change with every attempt you make to address them, and have no precedent on which to base your attack.

We push and pull at solutions and argue over definitions because
invasive species are a type of wicked problem. When we try to solve the
problem we find ourselves facing what should have been suspect
unintended unforeseen consequences. Wicked problems have numerous
intervention points, have consequences difficult to envision, and are
surrounded by a dynamic uncertainty wrapped in a moving frontier of
knowledge.

Perhaps this sentence echo's Winston Churchill's famous (in some quarters) quote about the Soviet Union:

Russia is a riddle wrapped in a mystery inside an enigma.

Regardless, I couldn't agree more with Petrus' characterization of Wicked Problems.